Embraces the tasks of developing a strategic vision, setting objectives, crafting a strategy, implementing and executing the strategy, and then monitoring developments and initiating corrective adjustments in light of experience, changing conditions, and new opportunities.
Chapter 2 Quiz Question 1 1 / 1 point Which of the following are common shortcomings of company vision statements? Qu
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Chapter 2 Quiz
Question 1
1 / 1 point
Which of the following are common shortcomings of company vision statements? Question options: 1 Too broad, vague or incomplete, bland/uninspiring, not distinctive, and ) too reliant on superlatives 2)
3)
4)
5)
Unrealistic, unconventional, and unbusinesslike
Too specific, too inflexible, and can't be achieved in five years
Too broad, too narrow, and too risky
Not customer-driven, out-of-step with emerging technological trends, and too ambitious
Questio 1 / 1 point n2 A company needs performance targets or objectives Question options:
1 for its operations as a whole and also for each of its separate ) businesses, product lines, functional departments, and individual work units. 2)
3)
because they provide parameters for the company's strategy map.
in order to unify the company's strategic vision and business model.
4 to help guide managers in deciding what strategic path to take in the ) event that a strategic inflection point is encountered.
5)
in order to prevent lower-level organizational units from establishing their own objectives.
Questio 1 / 1 point n3 Which of the following is not among the principal managerial tasks associated with managing the strategy execution process? Question options:
1) Ensuring that policies and procedures facilitate rather than impede effective execution 2 Creating a company culture and work climate conducive to successful ) strategy implementation and execution
3) Surveying employees on how employee job satisfaction can be improved
4) Exerting the internal leadership needed to drive implementation forward
5)
Tying rewards and incentives directly to the achievement of performance objectives
Questio 1 / 1 point n4 In a single-business company, the strategy-making hierarchy consists of Question options:
1)
2)
3)
4)
business strategy, divisional strategies, and departmental strategies.
business strategy, functional strategies, and operating strategies.
business strategy and operating strategy.
managerial strategy, business strategy, and divisional strategies.
5) corporate strategy, divisional strategies, and departmental strategies. Question 5
1/1 point
A balanced scorecard that includes both strategic and financial performance targets is a conceptually strong approach for judging a company's overall performance because Question options:
financial performance measures are lagging indicators that reflect the 1 results of past decisions and organizational activities whereas strategic ) performance measures are leading indicators of a company's future financial performance. 2 it entails putting equal emphasis on good strategy execution and good ) business model execution.
a balanced scorecard approach pushes managers to avoid setting 3 objectives that reflect the results of past decisions and organizational ) activities and, instead, to set objectives that will serve as leading indicators of a company's future financial performance. 4 it assists managers in putting roughly equal emphasis on short-term ) and long-term performance targets.
5 it more or less forces managers to put equal emphasis on financial and ) strategic objectives. Questio 1 / 1 point n6 Operating strategies concern Question options: 1 what the firm's operating departments are doing to unify the company's ) functional and business strategies. 2 the specific plans for building competitive advantage in each major ) department and operating unit.
3 the relatively narrow strategic initiatives and approaches for managing ) key operating units within a business and for performing strategically significant operating tasks. 4)
5)
how best to carry out the company's corporate strategy.
how best to implement and execute the company's different businesslevel strategies.
Questio 1 / 1 point n7 The difference between the concept of a company mission statement and the concept of a strategic vision is that Question options: 1 ) a mission statement typically concerns a company's present business scope ("who we are and what we do") whereas the principal concern of a strategic vision is with the company's future business scope (long
term direction and future product-customer-market-technology focus). 2 the mission is to make a profit, whereas a strategic vision concerns how ) to attract customers.
3 a mission statement deals with what to accomplish on behalf of ) shareholders and a strategic vision concerns what to accomplish on behalf of customers.
4 a mission concerns what to do to achieve short-run objectives and a ) strategic vision concerns what to do to achieve long-run performance targets.
5 a mission statement deals with "where we are headed" whereas a ) strategic vision provides the critical answer to "how will we get there." Questio 1 / 1 point n8 Which of the following are characteristics of an effectively worded strategic vision statement? Question options: 1)
2)
3)
4)
5)
Graphic, directional, and focused
Challenging, competitive, and "set in concrete"
Balanced, responsible, and rational
Realistic, customer-focused, and market-driven
Achievable, profitable, and ethical
Question 9
1 / 1 point
The strategic management process is shaped by Question options:
1) management's strategic vision, strategic and financial objectives, and strategy. 2 the decisions made by the compensation and audit committees of the ) board of directors.
3 external factors such as the industry's economic and competitive ) conditions and internal factors such as the company's collection of resources and capabilities. 4)
a company's customer value proposition and profit formula.
actions to strengthen competitive capabilities and correct weaknesses, 5 actions to strengthen market standing and competitiveness by ) acquiring or merging with other companies, and actions to enter new geographic or product markets. Question 1 / 1 point 10 Which one of the following is not among the chief duties/responsibilities of a company's board of directors insofar as the strategy-making, strategy-executing process is concerned? Question options:
1 Hiring and firing senior-level executives and working with the ) company's chief strategic planning officer to improve the company's performance 2 ) Being inquiring critics and exercising strong oversight over the
company's direction, strategy, and business approaches
3) Evaluating the caliber of senior executives' strategy-making/strategyexecuting skills
4 Instituting a compensation plan for top executives that rewards them ) for actions and results that serve stakeholders' interests, and most especially those of shareholders
5)
Overseeing the company's financial accounting and financial reporting practices
Question 1 / 1 point 11 Proficient strategy execution Question options: 1)
is always the product of much organizational learning.
2) is achieved unevenly, coming quickly in some areas and more slowly in others. 3)
4)
entails vigilantly searching for ways to improve performance.
is an ongoing process, not an every-now-and-then task.
5)
All of these.
Question 12 The strategy-making, strategy-executing process Question options:
1/1 point
1 is usually delegated to members of a company's board of directors so ) as not to infringe on the time of busy executives.
2 includes establishing a company's mission, developing a business ) model aimed at making the company an industry leader, and crafting a strategy to implement and execute the business model.
embraces the tasks of developing a strategic vision, setting objectives, 3 crafting a strategy, implementing and executing the strategy, and then ) monitoring developments and initiating corrective adjustments in light of experience, changing conditions, and new opportunities.
4 is principally concerned with sizing up an organization's internal and ) external situation, so as to be prepared for the challenge of developing a sound business model.
5 is primarily the responsibility of top executives and the board of ) directors; very few managers below this level are involved. Question 1 / 1 point 13 Business strategy concerns Question options:
1) strengthening the company's market position and building competitive advantage.
2) ensuring consistency in strategic approach among the businesses of a diversified company. 3)
selecting a business model to use in pursuing business objectives.
4) selecting a set of financial and strategic objectives for a particular line of business.
5)
choosing appropriate internal business processes for a specific line of business.
Question 14
1/1 point
Effectively communicating the strategic vision down the line to lower-level managers and employees has the value of Question options:
1 not only explaining "where we are going and why" but, more ) importantly, also inspiring and energizing company personnel to unite to get the company moving in the intended direction.
2) helping company personnel understand why "making a profit" is so important. 3)
making it easier for top executives to set strategic objectives.
4 helping lower-level managers and employees better understand the ) company's business model.
5) Question 1 / 1 point 15 Corporate strategy Question options:
All of these.
1 is primarily concerned with strengthening a company's market position ) and building competitive advantage. 2 is subject to being changed much less frequently than either a ) company's objectives or its mission statement. 3)
should be based on a flexible strategic vision and mission.
4 ensures consistency in strategic approach among businesses of a ) diversified, multibusiness corporation.
5) determines balanced scorecard financial and strategic objectives. Question 1 / 1 point 16 Functional strategies Question options: 1 specify what actions a company should take to resolve specific ) strategic issues and problems. 2 concerns the actions, approaches, and practices related to particular ) functions or processes within a business. 3 are concerned with how to unify the firm's several different operating ) strategies into a cohesive whole.
4) are normally crafted by the company's CEO and other senior executives.
5)
None of these.
Question 1 / 1 point 17 A company's strategic plan consists of Question options: 1)
its balanced scorecard and its business model.
2) a vision of where it is headed, a set of performance targets, and a strategy to achieve them.
3) its strategy and management's specific, detailed plans for implementing it. 4)
a company's plans for improving value-creating internal processes.
5) a strategic vision, a strategy, and a business model. Question 18
1/1 point
Which of the following is an integral part of the managerial process of crafting and executing strategy? Question options: 1)
Developing a proven business model
2 Setting objectives and using them as yardsticks for measuring the ) company's performance and progress 3 Deciding how much of the company's resources to employ in the ) pursuit of sustainable competitive advantage 4)
Communicating the company's mission and purpose to all employees
5) Deciding on the composition of the company's board of directors Question 1 / 1 point 19 A company's values relate to such things as Question options: 1 how it will balance its pursuit of financial objectives against the pursuit ) of its strategic objectives. 2 how it will balance the pursuit of its business purpose/mission against ) the pursuit of its strategic vision.
3 fair treatment, integrity, ethical behavior, innovativeness, teamwork, ) top-notch quality, superior customer service, social responsibility, and community citizenship.
whether it will emphasize stock price appreciation or higher dividend 4 payments to shareholders, and whether it will put more emphasis on ) the achievement of short-term performance targets or long-range performance targets.
5)
All of these
Question 1 / 1 point 20 The obligations of an investor-owned company's board of directors in the strategymaking, strategy-executing process include Question options: 1 coming up with compelling strategy proposals to debate against those ) put forward by top management.
2 taking the lead in formulating the company's strategic plan but then ) delegating the task of implementing and executing the strategic plan to the company's CEO and other senior executives.
3) taking the lead in developing the company's business model and strategic vision.
4 overseeing the company's financial accounting and financial reporting ) practices and evaluating the caliber of senior executives' strategymaking/strategy-executing skills.
5 approving the company's operating strategies, functional-area ) strategies, business strategy, and overall corporate strategy. Question 1 / 1 point 21 The primary roles/obligations of a company's board of directors in the strategymaking, strategy-executing process include Question options:
1 playing the lead role in forming the company's strategy and then ) directly supervising the efforts and actions of senior executives in implementing and executing the strategy. 2 providing guidance and counsel to the CEO in carrying out his/her ) duties as chief strategist and chief strategy implementer.
overseeing the company's financial accounting and reporting practices, 3 evaluating the caliber of senior executives' strategy-making and ) strategy-executing skills, and instituting a compensation plan that rewards top executives for results that serve shareholder interests. 4 ) working closely with the CEO, senior executives, and the strategic
planning staff to develop a strategic plan for the company.
reviewing and approving the company's business model and also 5 reviewing and approving the proposals and recommendations of the ) CEO as to how to execute the business model. Question 1 / 1 point 22 Management is obligated to monitor new external developments, evaluate the company's progress, and make corrective adjustments in order to Question options:
1) determine whether the company has a balanced scorecard for judging its performance. 2 decide whether to continue or change the company's strategic vision, ) objectives, strategy and/or strategy execution methods.
3) determine what changes should be made to its customer value proposition. 4 determine whether the company's business model is well matched to ) changing market and competitive circumstances.
5) stay on track in achieving the company's mission and strategic vision. Question 1 / 1 point 23 A company's values concern Question options: 1 ) whether and to what extent it intends to operate in an ethical and
socially responsible manner.
2) how aggressively it will seek to maximize profits and enforce high ethical standards. 3 the beliefs and operating principles built into the company's "balanced ) scorecard" for measuring performance.
4 the beliefs, traits, and behavioral norms that company personnel are ) expected to display in conducting the company's business and pursuing its strategic vision and mission.
5 the beliefs, principles, and ethical standards that are incorporated into ) the company's strategic intent and business model. Question 1 / 1 point 24 Which one of the following is not a characteristic of an effectively worded strategic vision statement? Question options:
1 Directional (is forward-looking, describes the strategic course that ) management has charted and the kinds of product-market-customertechnology changes that will help the company prepare for the future) 2 Easy to communicate (is explainable in 10 to 15 minutes, can be ) reduced to a memorable slogan)
3 Graphic (paints a picture of the kind of company management is trying ) to create and the market position or positions the company is striving to stake out) 4 ) Consensus-driven (commits the company to a "mainstream" directional
path that most all stakeholders will enthusiastically support)
5 Focused (is specific enough to provide guidance to managers in ) making decisions and allocating resources) Question 1 / 1 point 25 Which of the following is not a common shortcoming of company vision statements? Question options: 1)
2)
Vague or incomplete-short on specifics
Focused and narrow-exclusive to a specific direction
3)
Bland or uninspiring
4 Not distinctive-could apply to most any company (or at least several ) others in the same industry)
5 Too reliant on superlatives (best, most successful, recognized leader, ) global or worldwide leader, first choice of customers) Question 1 / 1 point 26 Management's strategic vision for an organization Question options:
1 charts a strategic course for the organization ("where we are going") ) and outlines the company's future product-customer-markettechnology focus.
2 describes in fairly specific terms the organization's business model, ) strategic objectives, and strategy. 3 spells out how the company will become a big moneymaker and boost ) shareholder value. 4 addresses the critical issue of "why our business model needs to ) change and how we plan to change it."
5 spells out the organization's strategic moves that will be undertaken to ) achieve competitive advantage. Question 1 / 1 point 27 Strategic objectives Question options:
1) are more essential in achieving a company's strategic vision than are financial objectives. 2)
are generally less important than financial objectives.
3) are more difficult to achieve and harder to measure than financial objectives.
4) relate to strengthening a company's overall market standing and competitive vitality.
5)
help managers track an organization's true progress better than do financial objectives.
Question 28
1/1 point
Why should long-run objectives take precedence over short-run objectives? Question options: 1)
Focus is placed on improving performance in the near term.
2 Long-run objectives are necessary for achieving long-term performance ) and stand as a barrier to undue focus on short-term results. 3)
This will satisfy shareholder expectations for progress.
4) This will force the company to deliver performance improvement in the current period.
5)
None of these.
Question 1 / 1 point 29 Functional strategies Question options: 1)
unify the company's various operating-level strategies.
2 specify how to build and strengthen the skills, expertise, and ) competencies needed to execute operating-level strategies successfully. 3)
support and add power to the corporate-level strategy.
4 add detail to the company's business-level strategy and specify what ) resources are needed to put the strategy into action.?
5) create the chief elements of the company's strategy map. Question 1 / 1 point 30 The benefit of a vivid, engaging, and convincing strategic vision is Question options:
1) its ability to crystallize top management's own view about the company's long-term direction.
2) it reduces the risk of rudderless decision making by managers at all levels of the organization. 3)
it helps an organization prepare for the future.
4 its ability to unite company personnel behind managerial efforts to get the ) company moving in the intended direction.